You have worked dozens of job leads for weeks, biding your time, going on countless interviews, networking with numerous people, and now you possibly have multiple job offers on the verge of coming to fruition. Yay for you! Let's hold the champagne; it is not quite over. You are simply moving on to the next stage of transition -- from the job search to the negotiation and acceptance process.

It is inevitable and fortuitous that one of your job prospects will make an offer. And unless it is the job of your dreams, you will want to buy some time to see what other offers come your way in short order. Note: Even if this IS the job you have been waiting for, the following process is still applicable as a means of navigating the negotiation process.

How to navigate the job offer and acceptance process:

Step 1: Give them an affirmative and positive-sounding response: I really appreciate the offer and find this to be an exciting opportunity. By staying positive you give the immediate impression that you are going to take the job without actually committing yourself to it just yet.

Step 2: Negotiate the response timeframe: This is a big decision; would you allow me time to discuss this with my family? How about———? This will also give you time to get any additional questions that are outstanding answered.

Step 3: Find out your point of contact. This will give you a direct line in to pose intentional questions. It also lets the prospective employer know you are very interested and serious about accepting this offer.

Step 4: Determine if the offer and the job are in alignment with your requirements. Ideally this is a list you have already created by this point in the job search process, but if not, go ahead and create a list of 12 criteria, in priority order, of requirements that your ideal job meets. This includes everything from the culture to location. Then compare how this offer stacks up. This tool forces a logical decision based on all factors rather than a limited few.

(Steps 5 and 6 are specific to those wanting to buy time. If you have your dream offer in hand, skip to step 7.)

Step 5: Ask follow-up questions. DO NOT GO SILENT while waiting to hear from another potential offer. You can legitimately extend the existing job offer timeframe by asking valid questions (one at a time in some cases) that you truly need answered. Employers anticipate and expect you to have questions. By asking questions, you keep the offer on the table and the prospective employer engaged and interested in you as a candidate.

Step 6: Request an additional phone call with your potential supervisor. This is generally done after all your questions have been answered, or as a final move prior to accepting the position. Chances are good that if your questions become too detailed your contact person will offer to connect you with this person anyway in an effort to help you come to a decision more quickly.

Step 7: Always negotiate. Even if you know you plan to accept regardless, negotiation is a must and often one last test in the hiring process. If you do not attempt to negotiate, particularly at the executive level, what does that say about how you will handle situations on the job? Ease into a negotiation conversation by stating all the things in the offer you are pleased with, moving on to your requests after they realize you respect and are happy with much of their offer. If it is money or time off you are seeking, the rule of thumb is to ask for double what you are wanting, and agree to split the difference. Meet them in the middle. During a good negotiation, both sides come away feeling they have won.

A key point to remember while working the steps outlined above is to remain genuine in your interest in the position -- both to yourself and your prospective employer. To work through the steps above effectively, you have to be able to see yourself happy in the position. Even if there are other offers hovering, you must feel comfortable in your decision to accept the one on the table. This decision-making process often reveals if this is the right offer and if you are still teetering because of hope of another offer after going through these steps, then go back and review Step 4, because something may not be in alignment with this particular offer. Always remember that if the prospective employer is treating you a certain way now in the "honeymoon stage," it will only get more pronounced later on.

Over the past 20+ years, I’ve worked with hundreds of healthcare professionals in various stages of career transition. Sometimes they seek out my company’s services, striving to move up the ladder or switch career direction. Other times they are introduced to us via their former employer as part of a severance package or just after they were terminated. It’s the latter of these two scenarios that I want to address.

It is very easy to assume when someone is terminated or unemployed it is entirely their fault. Perhaps they did not perform to company standards, or maybe they did something wrong, right? This is, of course, always a possibility. However, years of experience has shown me this is very often not the case.

Top four reasons for unemployment:

Performance Issue - They did not meet the expectations/goals set when hired into that role. Many times personal issues cause the performance issue, especially if the employee had been in the role many years and the issue arose unexpectedly.

Politics - They did not “play the game” correctly or at all. Many high performing executives, experts in their fields, have found themselves “gainfully unemployed” due to not having navigated the political waters within their organization well. In other words, they found themselves on the wrong side of an influential person or persons.

Business Decision - In healthcare, with the many mergers and acquisitions occurring, it is quite possible that someone is let go because their team happened to be on the acquired side and the purchasing organization’s team makes a number of executive positions redundant.

Relational - If you haven’t developed a strong relationship with your boss or other key stakeholders, you may find yourself without a job. For example, one individual we worked with thought they had a fairly good relationship with their boss, but may not have spent enough time focusing on or cultivating it, because when the company reorganized the region, it created a job duplication with their job and a person from another region. The other person had formed a deeper relationship with their boss, therefore they were out.

Don’t make assumptions that unemployment is always a performance issue. To do so blinds you to really great candidates. A lot of highly qualified and specialized talent is displaced due to number two, three and four on the list – politics, business and relational decisions. I urge you to take a closer look at the applicants who are “gainfully unemployed” and really assess them based on their qualifications and accomplishments. Take the time to ask them what their story is, and really listen to what they tell you. More often than not, you will be glad you did and be able to bring exceptional talent to your client or organization.

Before I joined Wiederhold & Associates, I had heard of executive coaching but never really understood what it entailed. I knew of generic outplacement firms that provided services to aid in job transition but did not know of transition coaching. The past four years have been an invaluable experience, exploring and learning about both these niches from one of the best in the industry! Above all, the talented and inspiring leaders that I have had the opportunity to meet, the lasting relationships built, the experienced and dedicated coaches that give it all to help leaders uncover strengths and hidden potential, and the team that makes all this happen behind the scenes, have made an indelible impression on me.

I’ve been fortunate to have good mentors and great teams that I have worked with and learned from throughout my career. Some of the lessons that life experiences taught me, I got to validate in my experience working with over 100 executives through Wiederhold & Associates. As I look back, I’d like to share some of the key lessons I will carry on with me in my career.

✔ Relationships trump performance✔ Preparation is the key to success✔ Passion is a key differentiator✔ You get to define your own success✔ Accomplishments must speak of your value or impact on the organization ✔ Maintain a business log, before exiting a role gather relevant data and metrics✔ Keep your resume updated always✔ Attitude can make or break you✔ You cannot let your network “go cold”, relationships are a continuous work in progress✔ Choosing the path less travelled may be riskier but also opens doors you never knew existed✔ Opportunities are most often created, they don’t always exist✔ Coaching is not punitive, it is a reward!✔ Interviewing and being interviewed require completely different set of skills✔ Even the most accomplished leaders have insecurities✔ Dealing with emotions head-on is the best way to move forward, especially negative ones✔ Always be aware of how you “show up” to others, not what you think of yourself. Perception is reality.✔ Being vulnerable is human, not a sign of weakness✔ Self-awareness is critical to emotional intelligence✔ When you stop learning, you stop growing and you stagnate✔ Take responsibility for your actions, but blaming yourself will get you nowhere✔ Focus on what you can control, don’t waste your energy on external factors✔ Be intentional, be mindful, be present✔ Transition is hard, even if the choice was yours. It takes a village!✔ Don’t burn bridges, it’s a small world!✔Healthcare has and will always be a very dynamic and demanding industry✔ You always come out a stronger and better leader, when you go through transition!

A common question I get is, “How do I talk to recruiters?” Treat the call like any conversation. Be genuine and interested. The primary goal of the conversation is to gain a partner in the search for your next position.

If you approach each conversation with a recruiter as an opportunity to create a partnership, build a relationship and make a genuine connection, you will see more job opportunities sent your direction.

Here are four tried and true ways to connect with recruiters:

Do your homework. Find out what you can about the recruiter and his/her organization. This will help you create a connecting point, or something you have in common. If that happens to be a mutual connection, be sure you find out the nature of their relationship before you name drop. You won’t do yourself any favors if you mention someone they don’t know or someone they don’t like.

Have a great value statement. Get their attention with your positive attitude and make them want to call you back. Before calling the recruiter go through your own resume/CV. What does a recruiter want to know about you and the organizations you’ve served? What makes you different from other candidates? The more specific that you can be by showing impact through measurable outcomes, the more weight it carries and the more memorable you become.

Always have some good open-ended questions ready. Seek their feedback and draw upon their experience within the industry. Ask them what they look for when identifying a strong candidate and deciding to move them forward. Let them know you are always looking for a way to present information to recruiters and hiring managers in the best, most efficient way possible and in the format they desire.

Determine your next steps. You may not get into a search, gain connections or helpful information from the recruiter during the call, but don’t let that stop you from creating your own follow-up plan. Mention to him/her that you will be checking in with them periodically and encourage them to do the same should an opportunity come across their desk that might be of interest. Cultivate and grow that sense of partnership between the two of you and under no circumstances do you want to be perceived as going around them to get to an opportunity they are representing.

It’s important to remember when working with recruiters that you are not their only prospect and while they have your information in their file, it is necessary for you to make the effort to reach out to them on a regular basis in order to stay in the top of their mind. There is no room for ego here, instead try to think of it as cultivating a genuine relationship and partnership so that they can effectively help you find the next job opportunity.

Are you looking to be promoted?

If getting a promotion is important to you, then it is time to sit down and ask yourself what you can be doing to actively advance your career. Here are some suggestions.

Regain Career Momentum

Define what success looks like to you. Once you have established the main target, break it down into smaller achievable steps and goals. Implement a workable system that will increase your technical and emotional skillsets needed to move from one step to the next.

Manage Up

Managing up means that you go above and beyond the tasks outlined in your job description. You continuously go the extra mile. Your job is to make your immediate manager’s life easier. Learning to effectively "manage up" can put you in a great position to align with your immediate supervisor, integrate effectively with the organizational culture, receive great recommendations, and ultimately help you on board effectively.

Help your stakeholders recognize your ability to build and lead a high-performing team that goes above and beyond the call of duty. Leading well on a small scale shows initiative and ability. Report team successes to your direct supervisor, giving credit to both the team and team members. As their leader, their success is your success. Consistent progress in leading a high-performing team will show that you are able to graduate to more responsibility.

Build Your Network

Networking/connecting is essential to your success both while gainfully employed and in transition. Networking with a purpose is a vital component of anybody's career success but is often terribly neglected.

Ask Questions / Survey Your Surroundings

•Have I asked my immediate superior what it takes to get to the next position?

•How has this organization historically handled promotions?

•Do they generally promote from within or seek externally?

•What is the general time-frame for people to get promoted within the organization?

•Is the person you report to going anywhere?

•Does the person you report to have a history of mentoring his/her direct reports?

By defining your goals, developing a strategy, and become intentional about executing your plan, you can increase your chances of advancement immeasurably.

A courageous person takes an honest look at who they are. A powerful person acknowledges their weaknesses and strengths then understands how to use them both successfully.

Leadership involves building and maintaining a high-performing team. Anything that detracts from your ability to build a team also detracts from your performance as a leader. Behavior impacts performance.

Personality assessments are designed to measure traits/behaviors that are part of an individual’s make up. Organizations attempt to utilize these to assess both fit and performance in certain positions but the real value is that an individual can get real insight into their strengths, potential areas of opportunity, and motivators.

It is good to be able to understand, articulate and utilize your strengths. Think of these as the gas pedal in a car. When utilized properly, they will move your leadership forward. However, it is also important to understand when you’re putting your foot on the brake and negatively impacting your leadership journey. An effective assessment can help you understand what is propelling your journey and what is holding you back.

What Inhibits Your Success?

To help you understand your strengths and motivators as well as identify your risk factors, Wiederhold & Associates offers The Hogan Leadership Forecast Series. Through the series, you will receive a report designed to help you develop as a leader.

It will provide insights about your behavior and traits that showcase strengths as well as behaviors and traits that could potentially undermine or inhibit your performance. And if you’re committed to being the best leader you can be, we will help you determine the best way to enhance your awareness and make impactful change.

If you’re in transition, a seasoned executive looking to take your performance to the next level or a leader who is ready to get off the hamster wheel, the HOGAN LEADERSHIP FORECAST SERIES may be your next step to finding true success.

Studies show that an average of 50% of newly hired executives not appropriately onboarded, either quit or were fired within their first three years.

A successful onboarding program accelerates the executive’s breakeven point on the investment the organization has made in talent acquisition and retention, as well as, aligns behavioral changes with organizational outcomes and goals. Results are just as important as the process.

Wiederhold & Associates Executive Onboarding Program

Wiederhold & Associates is perfectly positioned to be your partner in ensuring that your investment in new executives continues to reap long-term rewards, rather than ending up with the above-mentioned results. The Wiederhold & Associates team with 26 years of transition expertise in healthcare, focuses on tangible results in addition to ensuring a smooth transition.

The whole concept of networking is one of my favorite and most passionate subjects.

In prior articles, we have touched on many aspects of effective networking, whether in transition or not. Building a broad and deep network is so essential to one's success that it cannot be ignored.

What I have personally observed over a 28 year period and confirmed through colleagues is clear: We can't make it without solid key relationships. Many people will find expanding their network to be challenging, but with practice and effort, you can begin to make meaningful and fruitful connections.

There are three key components to effective network communication.

Connecting Point: If you're going to get somebody to take interest in your phone call, you must differentiate yourself so they choose to respond to you. The connecting point is finding something that you share in common. This can be any person, place or thing. It requires homework but it also ensures greater success as you expand your network. Whether you connect on the first attempt, leave a message, text, or send an email. The connection point is the most powerful tool in developing a memorable network relationship.Seeking Information: Obviously, expanding your network means making initial calls to people you've never connected with before. For those in transition, resist the temptation to focus on jobs until you have created a solid connection. Seeking information makes it easier for the other person to open the door to friendly conversation. That information could be around what this individual has done, an organization that you're exploring, or a location that you have an interest in. There are a lot of options here.Value Statement: It is important that you understand and can articulate your value. When this connection is concluded, that individual should know that you and your team are good at what they do. Your network will not refer you to others unless they understand what you do and are confident that you do it well.

If you are looking for career advancement, you must become the most effective networker you can be. Include these three components when you're expanding your network and I promise you will find success.

Remember that game, “Hungry Hungry Hippos”? It’s simple - s/he who collects the most marbles, wins. If you want to maximize your career opportunities, you must play this game well. How do you win? You must pocket as many network connections (marbles) as possible. 80% of jobs are found through networking (not online job boards). The more people you connect with, the more people you’ll connect with as networking has a compounding effect. This leads to opportunities.

It’s not just about talking with people- you must connect with them. Be inquisitive, learn about them personally and professionally. Find connection points between the two of you. Once people genuinely like you, they are more apt to help you. And, don’t forget to concisely communicate your brand (or calling card, value proposition, what you’re known for). Once they know your value (turnaround king, patient satisfaction guru, etc.) they can help connect you with organizations who have these needs.

Once you pocket these connections, take care of them. Help them every chance you get- don’t always make it about you. Help them solve problems, introduce them to others, listen, and always follow up.

If you find yourself in transition one of the worst things you can do is limit your job search. Do not say things like, “I don’t want to live in . . . . that part of the country,” or “That job is too small”. There are several reasons to cast a wide net:

Practice. Getting a job is totally different from doing your job. If you’ve not interviewed in the recent past (6-12 months) you will be rusty. Casting a wide net gives you interview practice.

Leverage. Which sounds better- “I have nothing going on,” or “I’ve had 3 interviews in the past two weeks.” The latter makes you look marketable to others.

Networking. Every time you enter a job search you get an opportunity to start meaningful relationships with recruiters, executives and hiring managers. 80% of jobs are won through networking. These relationships pay off in the long run.

You have nothing until you have a job offer. Work to get the cards in your hand and do not ever turn down a job that you don’t have. Cast a wide net in your job search- you will be surprised to see what you catch. For professional help with your transition, please contact us at www.wiederholdassoc.com

Career transitions can be difficult. The more desirable your next position is, the more competition you will face to secure it.

The top priority of an applicant is to stand out from the crowd. Having a great resume and a strong interview is a great place to start. However, most overlook this simple practice that will cause you to stand out from all other applicants: Follow-Up.

First, you must understand how important follow-up is. A good interview followed by poor follow up will not serve you well. An average interview can be positively impacted by excellent follow-up.

The positive outcomes of post-interview follow-up:

Your resume gets shuffled to the top.

You demonstrate your level of interest.

If what you have provided is effective, you've increased the level of your candidacy.

During your interview process, connect with as many people as possible as it relates to a specific opening. When more people remember you, your chances of securing the position naturally increases. After the interview, it is your responsibility to keep each of those individuals updated throughout the process.

Get Creative

With an active search, the time frame for touch points/follow up should be a minimum of seven calendar days and a maximum of ten calendar days. Use a combination of the four levels of communication: face-to-face, telephone, text/email and regular mail. Everybody has their favorite on the receiving end, so try to mix it up a bit. Whatever combination of communication you choose, don't be afraid to let your personality show.

One of the biggest concerns for individuals in follow-ups beyond neglect is, "Will I be seen as a pest?" Remember, you only become a pest when your intervals of follow-up are too short and you're always requesting response. If you follow-up without forcing an agenda, they will be received very well.

Of course, I have only scratched the surface of effective active search follow-up. If you would like to learn more in-depth tips in finding success through active transition, please connect with me.

The time to kick your transition work into high gear is right now, while everyone is celebrating. The minute you finish reading this get out your list of healthcare executives you know.

Why? December is the very best time to raise your visibility and re-establish connections, personal AND professional. Don’t bring an agenda, apart from extending cheer and good will. Hand write a short note in a holiday card, even if it is just to say you hope they have a prosperous new year. And don't forget to hand address the envelope too. Don’t ask about job opportunities, instead sincerely ask about them. If you only know their email address send them a personalize note that way. But send something so they know you are thinking of them.

If you are asked about your work or your search, be ready with a short, honest and upbeat answer. Of course, follow the conversation if your colleague wants to talk about work, but don’t press it. This is networking of the joyful kind – strengthening bonds to your family, friends and community that will nourish you the rest of the year.

I suggested this a few years ago and here is what one of my clients experienced.

If you think your Master’s degree and experience alone will translate into landing that great executive job, you will likely find disappointment. Why? Simple - everyone else in the candidate pool has a Master’s degree and experience. You need to stand out from the crowd. How does one do this? By communicating your value proposition. What are you known for? What is your brand? What is your calling card? What measurable results are you known to achieve? These are the questions you must answer and clearly communicate in order to make yourself stand out in a sea of executives.

Don’t make recruiters and hiring managers figure things out on their own - it is up to you to communicate your brand, value, and worth. Don’t assume people read every word of your resume - they likely do not. You must stand out by communicating why you are valuable to an employer

I've done a lot of interview coaching over the last 22 years. If I were to grade my clients' beginning interview skills, most people would have a starting grade somewhere below average. This is by no fault of their own. It is common to not do well on things that are not practiced.

Working with my clients, I can raise the interview grade from a 'C' to an 'A' by practicing these basic principals before, during and after the interview.

Pre-interview, you must focus on tactics that will brand you in the most positive way. The goal is to have those who interviewed you to say these three things about you:

Excellent interpersonal skills

Is results oriented

Aligns well with the position

Creating this perception starts with preparation. Begin by understanding the five top critical elements of the opportunity so that you are able to address them with current experience and success. Also, develop an effective two-minute presentation which includes humanization, elevator, and your differentiation/value statement.
[ Click here to learn how to develop your 2-minute presentation.]

As you enter the interview, introduce yourself with confidence. Confidence, not arrogance, can set a positive perception from the beginning. As you engage in the interview, pay close attention to the person speaking and begin to mirror to match tempo, breathing, rate-of-speech, directness, etc. This makes each one comfortable with each other and sets the correct filter. Also, know exactly the statement you will make or the open-ended question you'll ask. By demonstrating your interpersonal skills, you give yourself the greatest opportunity to connect with and engage your audience.

When the interviewer engages with you, take your time to understand what is being said before you respond. Generally, people are so caught up in the world of listening to respond that we miss a vital part of the question. Answer questions concisely, close information gaps and enhance the answer when it adds value to the original thought. Always tell the truth but word it in a win-win presentation. This will provide consistency throughout the interview and keep you in a positive position.

Post interview, review how you did with the goal of improving for the next one. In order to lock in your follow up you need to ask yourself these following questions.

Did the interview go well? If so, specifically why?

What could I have done better?

What did they focus on?

What did I learn about them on a personal level?

What value did I bring to the interview?

What and when is my next step?

Imagine what would happen if you took the time to practice and prepare a well-executed interview. It could be a significant way to separate yourself from the crowd in a very competitive market!

If you would like more in-depth coaching to help you make the most out of your next interview, do not hesitate to reach out to me directly.

Though desiring to advance, many healthcare professionals have plateaued in their career and are unsure how to regain momentum. Obviously, they had an idea of where they were going when they started, but never took the time to actively and consistently plan and manage their careers which have resulted in advancement delays.

It is also not uncommon for well-meaning professionals to overlook particular skills that create the opportunity for advancement. Healthcare professionals can progress in their careers, but only if they position themselves for success.

I describe career planning like building a straight fence. You define where you want to go and then identify the points and steps it takes to get there. Each step moves you closer to the next one not farther away.

Here are some "fence post identifiers" that you will need to define as you are planning your career advancement:

Why do I want to be successful?

What is my definition of success?

What are my career goals?

What leadership or technical experience do I need to achieve those goals?

What leadership or technical skills do I need to move to the next fencepost?

It is logical to think that improving your abilities will automatically advance you to the next fence post. Unfortunately, most executives often focus on mastering hard/technical skills and overlook developing soft/leadership skills. This critical misstep can delay career success considerably. Mastering soft/leadership skills like communications, conflict management, effective messaging, emotional intelligence, relationship building, etc., can be a highly effective way to move your career forward.

Career advancement requires a plan that includes the development of both hard/technical and soft/leadership skills to be successful. If you would like help honing in on these skills, give me a call. Together, we can map out a plan to that will help you regain your momentum and put you in a position to achieve your goals.

I advise executive clients for Wiederhold & Associates and I don’t read every word of every resume. Do you think every recruiter and hiring manager does? Chances are they are not. One recruiter told me he takes about 10 seconds to size up a resume. A good resume first and foremost needs to stand out. Many executives have the same tired, basic resume format they’ve been using for fifteen years. Many people think it’s safe to have a resume like everyone else’s- that is certainly true. However, if you want to stand out, your resume first has to stand out.

What makes a good resume? One that the reader can paint a clear picture for the reader within 10 seconds. Stand out. Clear value proposition. Numerical accomplishments that hit as many pillars as possible. As an executive I bring in expertise to the organization when called for, so why don’t more people hire professional resume writers? They, like I used to believe, think they can write their resume on their own. For a nominal investment you can have an expert market your most valuable money-making machine - you. Resumes change every 2-3 years and you and I are not experts in that field. Make it easy on yourself and hire a great resume writer to make your candidacy stand out and clarify your value proposition.

If you want your resume to stand out, contact Jim Wiederhold for professional guidance on crafting your own brand and value proposition.

Every journey starts with the right attitude, passion, and confidence.

Many people find networking to be challenging. Most people find a way to do the things they are passionate about. If you're not passionate about networking, it is possible that you simply do not see the wealth of value that comes from developing a healthy network.

I've interviewed over 1500 people in the last 23 years. Not just a surface interview, but an in-depth interview. I always ask the question, "Where did you find your current job?" In 70% to 80% of the cases regardless of level, people found their next opportunity through their network, a relationship built over years.

The Value of a Healthy Network:

Competitive Edge: A large and deep network will give you information, you could never reach in isolation. Too many of us become trapped within the four walls we work in.

Reputation Management: Being attacked on the internet can tarnish your reputation. A large and deep network that supports and believes in you can minimize that situation.

our Next Opportunity: I can't tell you how many times an opportunity was offered to a particular person because they were known within their network and "believed it would be a good fit." You can secure your next opportunity and your career with little competition through networking.

Time in transition: It has been proven that there is a direct correlation between the size and depth of your network as it relates to the time you are between jobs. The better your network is, the shorter your transition will be.

Now that you understand why it is important to have a solid network, it should be easy to get passionate about expanding it. If you are unsure about where to begin, below are a few ideas to get you started

Keys to Expanding Your Network:

Be intentional: Dedicate yourself to at least two calls a week.

Choose wisely: Reach out to both people you already know but are not in regular contact with and new people you would like to connect based on your next career step, resources, influence, and information.

Plan your call: Do your homework- there is so much information out there that you shouldn't have any problem knowing with confidence your opening line or question.

Be Reciprocal: Give your audience as much value as they give you.

Enjoy the Journey

Not everyone will want to join your network, and that is ok! Keep trying. Expanding your network is a learned skill that will improve with practice. Develop a system that will help you recall information from past interactions and keep you on track to follow up in the future. As long as you are moving relationships forward, YOUR EFFORTS WILL BE SUCCESSFUL.

If you would like more tips of how to add value to your network including in-depth training on what makes a great network call, then let me know. I am ready to share my secrets to success!

When interviewing, please keep in mind one simple rule- answer the question. An amazing number of people think that when they have the microphone (answering an interview question) they can talk as long as they want about whatever they want in an interview. This is understandable as candidates are excited and want to sell, however it’s a turn off to the interviewer.

Throw darts when interviewing- be concise, brief and use facts/numbers to support your answers. If they want more information, they will ask. Remember- the interviewer has a list of questions they want to get through. They can’t get through the interview if the candidate takes five minutes to answer every question. This is a major turnoff and it signals the candidate isn’t in tune with the employer’s needs.

To answer the question is to be a good listener. If someone asks you a yes/no question- answer with a yes or no answer. Listen intently to the words they are using and ask for clarification if need be. Don’t forget to mirror the interviewer- if s/he is a fast talker, then talk faster. If s/he is a slow talker, then slow down. The goal is to make a connection by listening and answering the question. Finally, only practice makes perfect when interviewing so practice with family, friends and colleagues and remember to throw darts, not hand grenades!

Do you know your numbers? (not just finance)

“It’s a nice day outside.” Does this mean it’s 65 degrees, 75, 82? It depends on who you ask. Unless you ascribe a numerical measure to something it will never be fully clear to an audience. So many executives I advise are not fully clear when talking about their career accomplishments- I’ve been guilty of this as well. “We grew revenue and patient satisfaction improved when I was at XYZ Health System” or “We set up this corporation, joint venture, committee, etc.” These are simply not clear statements when compared to, “We grew revenue by 35% and our patient satisfaction improved from the 12th percentile to the 67th percentile” or “We started a new joint venture that grew market share by 34% and grew net revenue by 40%”.

Many comparisons have been made between the airline industry and healthcare. The pilot knows where the plane is going by following specific numerical coordinates. Do you know your X-Y? What was the origin and destination of your last journey? This is communicated simply by knowing your X-Y’s in one or more of the following areas: service, patient safety, quality, growth, service line development, finance, community benefit, market share, cost containment, productivity, physician or employee engagement, turnover, etc. When X-Y’s are communicated well it sounds like this… “When I was at XYZ health system our HCAHPs went from the 23rd percentile to the 78th percentile over 4 years” or “During my tenure we reduced RN turnover from 35% to 16% in three years.

Organizations want results. If you clearly communicate that you achieve results, your chances for success improve when looking for your next job. Contact www.wiederholdassoc.com for more information on learning how to communicate your “X-Y’s” and taking the next step in developing your career.